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Purpose Through an examination of the everyday organisational and social practices, this paper aims to consider gender performativity and hegemonic masculinity within front office investment management. At the core of this research is the need to understand the interactions between gender, power and patriarchy. Design/methodology/approach An interpretivist philosophical stance underpins the study. A theory-building approach using 19 semi-structured interviews with investment management employees based in Ireland was undertaken. Findings The findings highlight a sector in which gender is performed in line with sectoral expectations, which place men in positions of dominance with hegemonic masculinity inherent. The organisational structures and daily interactions are imbued with male norms, which dictate how gender is to be performed, and which places women firmly as “different” and “outsiders”. These mechanisms of inequality are further supported by men’s “blocked reflexivity”. Practical implications The findings of this study indicate clear evidence of a “patriarchal dividend”, which is underpinned by the maintenance of closure regimes and gender blindness particularly, among senior male gatekeepers. Such results call for policymakers to go beyond goals of numerical parity and ensure transparency and equality across all aspects of work. A holistic and multifaceted approach to addressing issues of gendered culture and the normalisation of men’s privileged relationship with power positions is needed. Originality/value This paper is situated within a relatively under-researched labour market space, that of investment management. The findings conceptualise gender as a social process, thus facilitating traditional assumptions about gender at work as a single entity to be challenged. The results also advance theoretical insights of misogynistic work cultures and hegemonic masculinity through the analysis of gendered behaviours within this traditionally male environment.

This paper explores the role of mentoring and networking in the career development of global female managers. The paper is based on data collected from interviews with 50 senior female managers. The voices of the female managers illustrate some of the difficulties associated with informal organisational processes, in particular mentoring and networking, which hinder their career development. The findings confirm that female managers can miss out on global appointments because they lack mentors, role models, sponsorship, or access to appropriate networks - all of which are commonly available to their male counterparts. The interviewees suggest that men, as the dominant group, may want to maintain their dominance by excluding women from the informal interactions of mentoring and networking. The findings further suggest that if females had more access to networks and mentors they could be socialised in both the formal and informal norms of the organisation and gain career advantages from these. The managers reveal that they encounter additional barriers in 'a man's world' and remind us that there is still much to be changed.

This research study explores the management dynamics of literary festivals in Ireland, focusing on typologies, stakeholder engagement, and governance structures. Adopting a pragmatist approach using a mixed methods design, data were collected through seven in-depth interviews with festival founders and directors and an online survey gathering data from 37 festival organizers. Findings indicate that robust management structures and strategic networks are essential to the sustainability of these festivals. Furthermore, literary festival organizers must leverage stakeholder partnerships with local communities, volunteers, and sponsors to develop and manage their festivals. Stakeholders contribute crucial financial resources, infrastructure, and strategic oversight, while volunteers provide the operational support and community engagement necessary for effective festival execution. These findings emphasize the importance of strategic planning and community involvement, suggesting that well-managed literary festivals promote cultural exchange and enhance local economies. The study also provides practical insights to help literary festivals achieve success and longevity.

This research study explores the management dynamics of literary festivals in Ireland, focusing on typologies, stakeholder engagement, and governance structures. Adopting a pragmatist approach using a mixed methods design, data was collected through seven in-depth interviews with festival founders and directors and an online survey gathering data from thirty-seven festival organisers. Findings indicate that robust management structures and strategic networks are essential to the sustainability of these festivals. Furthermore, literary festival organisers must leverage stakeholder partnerships with local communities, volunteers, and sponsors to develop and manage their festivals. Stakeholders contribute crucial financial resources, infrastructure and strategic oversight, while volunteers provide the operational support and community engagement necessary for effective festival execution. These findings emphasise the importance of strategic planning and community involvement, suggesting that well-managed literary festivals promote cultural exchange and enhance local economies. The study also provides practical insights to help literary festivals to achieve success and longevity.

Purpose Much of the literature identifies the positive nature of role models in career progression. The purpose of this paper is to take the contrary perspective and explore whether role-modelling behaviour of senior female managers can be unintentionally interpreted as negative, with an associated negative impact on career progression decisions of female managers. Design/methodology/approach To address this issue the authors took a grounded theory approach and 30 in-depth interviews were conducted with female middle-level managers in a wide range of Irish organisations. Findings The results of the interviews illustrate that role-modelling behaviour has the potential to negatively, rather than positively affect female career progression choices. Practical implications The unintended consequences of role-modelling behaviour of senior female managers highlights both the concept of negative role-modelling behaviour and identifies its impact on female managerial career progression. Originality/value This paper offers new insights into the construction of the global role model by introducing two new elements – the realistic role model and the departed role model.

The management of expatriates: contemporary developments andfuture challengesThe rapid growth of international business at a time when many multinationalcompanies (MNCs) are under increasing cost pressures has led theseorganisations to take a much closer look at their expatriation policies andpractices

The management of expatriates: contemporary developments and future challenges The rapid growth of international business at a time when many multinational companies (MNCs) are under increasing cost pressures has led these organisations to take a much closer look at their expatriation policies and practices.

In recent years there has been an increase in the number of women pursuing managerial careers. Previous studies have established that, throughout Europe, women’s advancement to senior domestic management positions has been very slow, despite legislative changes, including the European Union’s social protocol, to enforce issues related to equal opportunity such as equal pay and sex discrimination. The number of women managers pursuing international management careers, however, remains considerably lower than the number in domestic management. Previous research has established that only 3 percent of women are international managers. The data presented in this paper assert that female managers who are not part of an organisational support network experience even further career disadvantages. Based on an extensive empirical research study conducted with senior female international managers, the paper highlights the role which organisational networks have on the career development of female managers.

Purpose - The purpose of this research is to ascertain data in relation to courses that are currently on offer in seven third-level institutions in Ireland which include elements of workplace learning. It is intended that the research findings will contribute to the provision of new workplace learning programmes in Irish third-level colleges.Design methodology approach - A questionnaire was designed for this research and was administered in seven higher education colleges in Ireland. In total, 433 courses were examined in relation to workplace learning.Findings - The findings illustrate that there is still an over-reliance on the provision of traditional classroom-based courses. The findings further suggest that, for the successful operation of workplace learning programmes, there is scope for developing further employer engagement with higher education colleges in the design, development and delivery of such programmes.Practical implications - As a result of the data collected for this research, recommendations for implementing workplace learning programmes for both third-level education providers and employers are included here.Originality value - The paper provides value by identifying courses in Irish third-level colleges which include elements of workplace learning and suggests that an attitudinal and cultural shift must be engaged with to overcome the traditional reliance on classroom-based programmes in order to successfully develop new workplace learning programmes.